This specialization provides a robust introduction to the key principles, policies, and practices of human resource management, with a focus on understanding managerial choices and constraints, acquiring and onboarding talent, managing employee performance, and rewarding employees. The capstone project provides learners with the opportunity to apply these key principles and practices to a real-world workplace (including a learner's own workplace if desired). Specifically, the capstone project will involve identifying the key human resources challenges for a workplace--including the most pressing motivational, selection, performance evaluation, and reward issues. And for each of these areas, learners will devise a multi-step action plan for addressing the challenges identified.

WT

Very educational and informative course which works in collaboration with the others. Great professor as well who made it easy to understand.

FG

Jun 29, 2019

Filled StarFilled StarFilled StarFilled StarFilled Star

The Best HR Specialization course I have attended on par with what I learnt in my MBA.Woud highly recommend it for current managers.

À partir de la leçon

Milestone 2: Recruiting and Selecting Employees

The second major milestone in the capstone project is to identify the recruitment and selection needs of the work unit you identified. In this module, you will be prompted to think about the major elements of the hiring process and will create a draft description of these elements to share with other learners. You will also review others' work to provide guidance and to help reflect upon their own work.

Enseigné par

John W. Budd

Professor and Director

Larry Bourgerie

Senior Lecturer

Amy Simon

Senior Lecturer

Alan Benson

Assistant Professor

Transcription

[MUSIC] Okay, let's take it from the top. Let's do a quick recap. You have conducted a work force planning session. And you thought about who it is that you need for that organization, you've thought about what is needed for the organizational strategy and culture, you did your job analysis, you understand the competencies needed. Based on that, you conducted a recruiting campaign, you next got candidates in the door, and you conducted structured interviews and used selection tests and methods. All right, and now you have it down to just a few candidates. So now is not the time to abandon this great, well-thought-out methodology. This is the time, and listen to just bias, right, and things like that where we're not really using good decision making. We need to continue this good decision making through the selection the end of the selection process. And there are some good tools and techniques to do that. So that's the focus of this video. Let's take a look. Okay, so then how do we ensure we have the right candidate? Well unfortunately, I will tell you there is really no one best way to do that. And sometimes, despite all your best efforts, you may hire the wrong person, or hire someone who's not a good fit. But what you're trying to do is make the best decision will all of the information possible. Okay, so let's begin here for just a moment. Who in the organization, actually, makes the final hiring decision? Well, in many organizations, it's the hiring manager, the person who is directly responsible for that oncoming employee. And it could be the manager of a team, a department, whatever it is. And so the hiring manager generally makes the final decision. But that's not a hard and fast rule, in some organizations it may be HR. Let's explore a few models related to this process of selecting candidates. And the first is the multiple hurdle model. Picture after you've done all your recruiting activities, that you have again a number of people who have applied for the job posting, which is great. And now we set up a number of hurdles. Think of it like hurdles on a track as you can see in this picture. Not everybody's going to make it over every hurdle. So the first hurdle could be the evaluation of all of the resumes, or the applications. Did they meet the requirements of the job posting? Well if they don't, some of the candidates don't get past that hurdle. And the next one could be phone interviews. I think you get the point. But multiple hurdles really help us screen out candidates who may not be a good fit or are not a good fit and get it down to just a few really solid candidates. The compensatory model actually assigns values to a candidate's profile. For instance, the suitability of the job experience and maybe a cognitive ability test. All of these things have some sort of value. And so a high score in one area makes up for a low score in another area. It's important to note though, that there are some types of criteria that are absolutely necessary. So, for instance, we would not want to for the instance of fairness and also legality and just common sense. We wouldn't want to for instance say that someone could skip a drug screen. If they don't pass the drug screen, but they do really well on the cognitive ability test, well, that outweighs the positive drug screen. Maybe that's obvious to say, but there are some things just to kind of keep in mind that are absolute musts. And we need to keep that consistent across all applicants. Things like background checks, drug screens, everything related to those kind of legal issues and negligent hiring we want to make sure that we hold people to the same standard. Okay, so here's some tips to think about when it comes to candidate evaluation. And the first is to make sure that we complete an evaluation after each interview. Despite your best intentions to remember and interview later, trust me, from my own personal experience, it's really hard to do that. You conduct an interview and then you go on to another task and perhaps even have another interview, sometimes many of them back to back during the day. And you try really hard to recall the details of that interview and even looking back at your notes, that should help you, but it's better to complete the evaluation form after each interview. And this, you can find any sort of candidate evaluation form just online. So as long as it's not copyrighted, I would encourage you to not again recreate the wheel, just go out and find one that's actually suitable for your organization and customize it. So you want to use weights and ratings, and here you can see for instance, I didn't have any weights on here, but maybe, I think 40% might be a bit high for educational background, and again, this will depend on your own organization but let's just say maybe we adjust that and we put that. Maybe that's worth 10% and there's a lot of other categories below this sheet here. But we'll just say that from our research that we know that past education and work experience maybe shouldn't account for as much as some of the work samples we could take a look at and things like that. So anyway, but you would do your rating, and then you put your commentary in here. And remember, don't discuss candidates between interviews, you will contaminate information. Meaning, if I had a great interview with someone, and it was a panel interview, and I interview with a peer, the peer says, hey, I didn't really like that candidate. Maybe I did. Now I'm going to question in my next interview. Am I using the right evaluation? Like I said, it kind of contaminates your decision making to some extent. So it's better to wait until you've done all your evaluations, and then get back together in a group, in a team setting, and discuss those. Okay, you should have a lot of information on this candidate by now. All of these different candidates have gone through many different steps in your process. You haven't rushed the process because you know that rushing the process you're not going to have as good of information and make the right decision. And so let's take a look at all the different things, or a few of the different things anyway, that we should take a look at. We could go back and evaluate, or review I should say, that job description to make sure that we have, again, refreshed our memory on a solid understanding of what exactly it is that we're hiring for. We could look again at the application and the resume, to make sure we're not missing anything. Any questions that may pop up. Holes in periods of time the person's been unemployed. Things like that. We also should review of course, our interview notes. And any sort of selection testing. We could call some references. So there's a number of pieces of information here that we could review and take a look at. So you have all of these pieces of information along with your candidate evaluation form, and just a number of pieces of information that you'll want to evaluate. And hopefully all of those things come together and point you in the direction of the right person for the position. Now just remember, it's not a perfect process and what you're doing is you're trying to in a very systematic way get to that best candidate through all of these different tools and techniques. But despite your best intentions you may get the wrong hire and also, perhaps you go through this whole process and you make an offer to someone and he or she says no, and then you have to go back and start again. So, there are a lot of challenges involved, but using these tools and tips will at least, like I said, it'll point you in the right direction to get the better candidate to get the best candidate possible, hopefully.